tv [untitled] May 13, 2012 8:30pm-9:00pm PDT
regular meeting of the expanded budget and finance committee. i am joined by supervisors a valos, kim, cohen, and wiener. mr. young, the you have announcements for us today? >> please silence all cell phones. any documents to be included as part of a file should be submitted to the clerk. item one, hearing to receive updates on the sheriff's department budget for fiscal year 2013 the 14 -- 20130-14. -- 2013-14. chairperson chu: this is the last of the department's with a
general fund impact. with us is the interim sheriff, ms. hennessey, to present the sheriff's department budget. >> could i have the overhead? this is a very high level review of the sheriff's department budget as we go through working on the budget. we have our primary focus is this year and for the following year -- realignment of staffing and information technology. realignment, i am talking about state prisoners being sent to state and county jail, as well as state prisoners coming back, and they need to work with the adult probation department to manage the group of people. staffing, we are understanding
the sheriff's department has had no sworn hires for the last three years. information technology, interfacing with other departments. just a quick snapshot of a realignment. this is page three. sorry about that. let us try that. on realignment, we have 204 average inmates in custody per month related to ab109 since 2011, 8.6% of our delaware capacity. the average length of stay is 40 to 53 days. that is our current snapshot, and it could change. chairperson chu: you spoke about the numbers associated with realignment. what is your average daily census for jails?
>> about 1555. chairperson chu: and what is your capacity? >> about 2200. chairperson chu: and the 15,000 includes the 200? >> yes. it is 1500. not 15,000. chairperson chu: i am sorry. >> realignment goals are to collaborate with our partners to create meaningful in custody and post custody services designed to monitor progress. we are working with the public defender, the district attorney, and very closely with adult probation. in to avoid duplication of services while developing efficiencies, there are a number of us who have different programs. we are working together to
string lights -- streamline that and put together the programs that make the most sense, and measuring our effectiveness. our staffing goals -- we are currently doing staffing analysis based on the national institute of corrections. we have had a lot of movement in the past few years with our staffing. we want to make sure we know exactly what we need to continue. we are assessing our staffing needs for fiscal year 2012-2013 as well as 2013-14, including reclassifying as ways to achieve this efficiencies. we are looking at where we can put some non-warn people. one of those places is a technical services. we are looking at a reduction in overtime.
chairperson chu: can you speak about overturn projections? >> sorry i did not been met with me. i am going to ask our chief financial officer to speak to that. >> in the current year, we are running at about $7.30 million of overtime, which is under budget of about $9 million. we are looking to keep it between $7.50 million and $8 million in the next year. chairperson chu: given that we have a census of 1500 average daily bed days in the jails, and we have a capacity of 2200, what are your current staffing levels equipped to handle? >> that is one of the reasons i am doing the staffing analysis.
our staffing levels have gone down quite a bit in the last few years. we have lost 43 positions, maybe more. we are still trying to figure that out. i cannot get a good report out of it. because of that, we have had more overtime in the jails. we have also have over time associated with occupy sf and mutual aid. chairperson chu: i understand why we would run up on overtime. as far as fixed staffing, given the we have lower numbers of individuals, it does not make as much sense. >> one of our jails closed. one of our jails closed and we lost at least -- how many position? >> will cost about 50 -- we lost about 50 fte's.
we have a fixed post staffing model. although we have a few housing models closed, we still need deputies throughout the system, even though the census is low. with the influx of ab109 inmates, the supervision is a tomorrow intense. we've not been able to reduce staffing as much as we hoped. chairperson chu: is there a way to shut down those that are not being used? >> re-also have the classification issue. we have a lot of gang issues in the jails. we have to keep people separate. because we have to keep people separate, the only useful space in any kind of facility is estimated to be a% in any jail facility because of the people you cannot put together. -- to be 80% in any jail because of people you cannot put together. and we have different levels of
classification, maximum, minimum, vulnerable, sexually disordered offenders we have to keep separate from everybody. it turns into a strategy on where you put people and where you keep people away from each other to protect them. chairperson chu: i appreciate the explanation. i would like an upcoming conversation for our budget to understand the staffing level we need if we do not have a sense to back up the operation. >> that makes sense. chairperson chu: ok. >> our next goal is our information technology goal. in information technology, we need to continue to develop statistical reporting. the jail management system is developed through justice.
the san francisco sheriff's department has been up for two years, but we have had limited integration with the criminal justice organizations. we do not get up to date, up to time information from the courts. we get it twice a day. if we are releasing people, we do not get that information right away. we also do not get information directly from the courts. we have to still use paper and pencil to get that to our jail. we have to assign people are sentence people. the other part of that is integrated assessment tool and risk management tool. that is a tool called compass. we are working with the adult probation department and the mayors of -- the mayor's office. that would refine our system and give us more statistical data and assessment data of each inmate that walks through the door, and be able to share that
information with our partners, who are also involved with realignment. the last is to update technology. there is a hardware improvement for our central computer system. any questions on that page? overall, the summary is working closely with the departments to develop shared efficiencies. when i talk about departments, i am talking about the police department and adult probation, working within our department to create efficiencies. we are taking a look at our jails, our population counting, and our classification system, seeing what the staffing levels should be. also, population trends are still emerging. we are not sure where that is going to land. in staffing strategizing for
current future needs. any questions? this is the budgeted expenditures comparison from last fiscal year. this is what is budgeted, not actual. from last fiscal year to this fiscal year. i would give you a moment to look over that. i am not going to go through all of that. if you have any questions, i would be happy to answer them. chairperson chu: we can move on
to the next slide. >> this is my last slide. this is all funds and resources by a service area. here you will see the strived bars are recovery from our security services, as well as our port security recovery. chairperson chu: could you speak a bit to your budget? i think the presentation -- i appreciate the general overview of the direction the department is going from a high-level point of view. i guess i am looking for more detail and understanding of how you would translate into the up coming to year's budget. with realignment, the staffing, and the information technology as a focus, what are we
expecting the fiscal impact to be in both those years? are we expecting expenses related to realignment? for staffing, given where we are, are you expecting a change in overtime, or different aspects of your budget that we can have a preview on? in terms of information technology, we understand the desire of the department to move forward with getting information, but are you making an investment that we would be able to see as a preview to what we are seeing in june? >> part of my -- i do not want to see a problem, but i came to this budget late. i am trying to work with this budget to make a few changes. in terms of staffing, the staffing, as i said before, is not real -- we are working with the mayor's budget office to figure out what that is supposed to look like. that is one of the reasons we are doing this staff analysis,
which should be done by next week. as far as information technology, i have tried to put together a steering committee to look at it. there is a lot we do not get that helps us make those predictions, because we do not have the information technology we need. we have parts of it, but we do not have all of it. i am also working with the mayor's office for that. another thing you asked me about was realignment. it is kind of a changing game. we do not really know. we know what we know so far. we do not have a lot of good projections. we are supposed to get money from the state that will defray some of the general fund money. melissa howard, our budget analyst in the mayor's office, estimated that to be around $5 million. but we are not quite there yet in figuring all those things
out, because it is a changing scenario at this point. chairperson chu: are there any areas where the department is looking to assist with other departments? i remember in particular with the department of public health. in the past, there were concerns from the department about the use of overtime in order to staff those positions that are pretty much always staffed at the hospitals. was there a change in using overtime to staff those positions to help to reduce costs? have we decided to move a different direction? are working with the department to provide a cost-effective way? >> are you talking about our institutional police, or the fact that the board of opposed police department overtime at
the hospital? the latter. the fact is that the mayor's office is doing an assessment and working with dph to determine what costs more. does it cost more to open the word or to have people sit outside the war? which is more cost-effective? the board high -- the ward has been closed 95% of the year. not everybody admitted to the hospital would go to our security ward, but we're still figuring that out. we have been working with the department to sit on some of the arrested people, people that have been admitted to the hospital. but we still do not have staff to do that. there are places where we think if we have the staff that we can go forward and assist with the police department, as well as other areas such as station transfer units that would allow them to put other officers out
on the street. that is one aspect of what we are looking at. chairperson chu: does anybody on this committee have any other questions for the sheriff? supervisor kim: i was hoping you could go over the columns on page 9. for the public, and so we can have a sense of what each of these things are. >> i am sorry, supervisor. i cannot hear you. supervisor kim: could you go over the slide on page 9 and describe what each of these are? >> $98.60 million is everything needed in the sheriff's department. we have people working in the jails, and these kinds of things. some of our out of custody programs, such as our stop the
violence program -- it would be a little bit of funding we get from grapes. this includes city hall security, a court security. they do elections. they do events. things of that nature. the services we provide to, for example, city hall. four events at city hall, as well as some -- for events at city hall, as well as some recovery. we have sworn officers, as well as other training we are required to do.
most of that is recovered in the next slide, or the next bar. we do not get a full recovery from the courts for what we do. supervisor kim: which courts to provide security for? >> would provide security for all the courts, for the hall of justice, for polk street, for community justice courts, and for ytc. as you can imagine, our facilities costs are high. in the jails are not inexpensive to run. a lot of lighting. a lot of water. a lot of people. does that help? chairperson chu: thank you. supervisor cohen: i have a quick question, going back to the program you offer, $13.70
million. one of the things i am interested in doing is expanding a charter program, possibly bringing it into public housing. if we were to do that expansion, would it come out of your budget? how would we pay for this? >> that would not come out of our budget. the five keys charter school is stand alone. we have a contract with them. we have worked with them. i am pleased by the work they are doing. they do a great job at our jails and community program. they have been expanding. i believe adult probation is looking to examine their assessment center they are planning. supervisor cohen: how does it work? is it a franchise, a fee? >> it is a contract service. chairperson chu: to clarify, it is the contract service housed within your department budget? or not? >> but are a separate entity.
but they work with us. maybe maureen can explain it better than i can. >> 5 keyes is a charter school. it gets funding directly from the state. it supports itself as well as some private foundations. chairperson chu: there is no foundation our funding flows through your department budget to pay for the contract? >> that is correct. supervisor avalos: the school is actually a really great as a part of the jail. excuse me. my voice is really shot today. i am wondering -- is a school representing other jails around the state? is it a rare thing we have in san francisco? >> we were one of the first to
do a charter high-school in the jails. it is now being replicated. they are representing some of this in l.a. county. i do not think they are doing this inside the jail's. at any one time in san francisco, we have about two wondered 50 people enrolled in going to school diligently. chairperson chu: there are no questions at this time from the committee, because the information we have been presented with is not what we are looking for. we were looking for much more detail, with regards to some of the major areas we have spoken of. for me in particular, budget related with realignment, we had expected we might see 300 plus additional individuals.
we have budgeted for that expected population. now, we are out roughly 200 plus you guys have said was the average. what does that mean for our budget, is a thing to get to the bottom of. with regards to overtime, understand you have lost some individuals to retirement or other reasons, we still have a fairly low capacity. are there opportunities to not have as many and not run up over time? we may have situations like occupied, etc., where we would require - li- oikelike occupy, where we would require overtime. what level of overtime would you like to be in your budget? your budget, as represented in the high-level graphic format,
shows a flat budget. just to understand the nature of how that is growing, is it strictly the fact that certain benefits are going up? raises are kicking in. what is that related to, trying to understand that piece of it? going forward beyond this year and out words, what is the department's strategy to help the city as a whole managed expenses? just having a status quo budget is not going to work for us in the long term. i want to understand how the department might be helping the department of public help manage their expenses and be part of that partnership. i think that is what we were hoping in this presentation. >> the fact is this budget was presented before i became sheriff. i am trying to work backwards from it to into the questions you are talking about. unfortunately, we have not
gotten to that point yet. staff will hopefully provide as the analysis we need so we can work out with that. in terms of staffing the jails, there is a comprehensive classification system. i would be happy to present that when the time comes. chairperson chu: thank you. with the mayor's budget office like to respond with any of these pieces at all? >> thank you, supervisor. i just want to echo the department. we are working closely with them to understand the correct staffing level for the next few years, going forward. we are working with them to understand what that looks like with realignment-changing.
we did budget for a jail opening. i appreciate the hard work the jail is doing for us. we have some summaries of our realignment expenditures that we would be happy to share with the board. chairperson chu: are there members of the public who wish to speak on this side index >> good afternoon, budget and finance. ♪ won't you tie a money ribbon round the sheriff's department fill up the need it has been a few months and the whole budget is cheering and i can't believe i see the highest budget in the city and it's going to be ♪ chairperson chu: thank you. are there other speakers who
wish to comment? seeing none, public, it is closed. i would be interested to hear back from the sheriff at some time. can we continue this item to the call of the chair? without objection. do we have any other items before us? thank you. we are adjourned. >> there are kids and families ever were. it is really an extraordinary
playground. it has got a little something for everyone. it is aesthetically billion. it is completely accessible. you can see how excited people are for this playground. it is very special. >> on opening day in the brand- new helen diller playground at north park, children can be seen swinging, gliding, swinging, exploring, digging, hanging, jumping, and even making drumming sounds. this major renovation was possible with the generous donation of more than $1.5 million from the mercer fund in honor of san francisco bay area philanthropist helen diller. together with the clean and safe neighborhood parks fund and the city's general fund. >> 4. 3. 2. 1. [applause] >> the playground is broken into three general areas.
one for the preschool set, another for older children, and a sand area designed for kids of all ages. unlike the old playground, the new one is accessible to people with disabilities. this brand-new playground has several unique and exciting features. two slides, including one 45- foot super slide with an elevation change of nearly 30 feet. climbing ropes and walls, including one made of granite. 88 suspension bridge. recycling, traditional swing, plus a therapeutics win for children with disabilities, and even a sand garden with chines and drums. >> it is a visionary $3.5 million world class playground in the heart of san francisco. this is just really a big, community win and a celebration for us all. >> to learn more about the helen >> to learn more about the helen diller playground in dolores